Intrapreneurship . . . making innovation work
Understanding the difference: A few key definitions will help
- Intrapreneur – An entrepreneur who navigates internal mine fields while mastering the use of corporate resources to drive innovation within an established organization.
- Intrapreneurship – The art of being an intrapreneur. Within established enterprises, the creation of a culture made from the combination of ideas, skills and desire of individuals, supported by leadership, organizational structure, resources, and validating research, to drive revenue from breakthrough innovation.
- Growth Centered Innovationsm – The focus of driving impact and income from innovation. Growth Centered Innovation is built on collaboration using a specialized combination of skills, techniques, resources, organization and culture, responsive leadership and intrapreneurship specifically intended to secure the benefits of growth from innovation.
Growth Centered Innovation℠ is built on collaboration using a specialized combination of skills, techniques, resources, organization and culture, and responsive leadership – an emerging discipline called ‘intrapreneurship.’ An intrapreneur is best understood as the entrepreneur who chooses to drive innovation within an organization. Simply put, intrapreneurship is the combination of ideas, skills and desire of individuals, supported by leadership, organizational structure, resources and validating research, to drive revenue from breakthrough innovation within existing enterprises. Because the practice of Intrapreneurship is often disruptive, most enterprises are not organized and resourced to undertake the experimentation necessary to gain understanding and build cultures of sustainable breakthrough innovation.
Intrapreneurship is necessarily its own discipline; one that is materially different from pure invention and process improvement. Leaders seeking innovation growth must understand and be committed to the discipline. Sustaining intrapreneurship requires the resources to support continuous change and learning by enterprises and individuals.
Monetizing innovation requires intelligent selection of opportunities. Choices must be informed by the principles of intrapreneurship and be vetted consistently by a structured process that is understood and supported by the organization.